Kaarten: HRM EX Finaal | Quizlet

What are the 3 main causes of high demand for workers?

1. Many job vacancies; 2. Demographic evolutions and aging; 3. Competition among employers

Why do companies need to become 'Employer of Choice'?

Workers have many options, low switching costs, and high replacement costs make retention difficult

What is Resource-Based Theory (RBT)?

Companies gain competitive advantage by using internal resources, especially human capital

What are the 3 main steps in recruitment?

Define target audience; craft recruitment message; select channel

What is targeted recruitment?

Aiming recruitment at specific groups most likely to fit the job using profiles, platforms, relationships, and data

What makes a good recruitment message?

Highlights candidate profile and job characteristics; tailored; attractive; honest; realistic job preview

What challenges does public sector recruitment face?

High demand (retirements, workload) and low supply (aging, stereotypes, bureaucracy)

Define Employer Branding

Developing and communicating a distinctive, attractive employer image and value proposition

Why does employer branding matter?

Improves attraction, retention, and job satisfaction

What % of applicants care about employer brand?

66% values; 69% decline bad brand; 40% accept without raise; 95% reputation matters

Instrumental vs symbolic characteristics

Instrumental = tangible (pay, location); Symbolic = intangible (culture, prestige)

Steps of employer brand development

Prepare; define EVP; assess brand; internal branding; external branding

What is an EVP?

Employer Value Proposition: what makes an organization attractive as an employer

Internal employer branding steps

Involve employees; communicate EVP; translate into behavior; concrete actions; HR anchoring

Traits of good brand ambassadors

Well-informed, emotionally connected, actively promoting the organization

Cost of a bad hire

€35,000 administrative; €150,000 executive (after 2 years)

Problems of hiring wrong person

Lower productivity, negative team impact, rehiring and retraining costs

What is predictive validity?

How well a selection method predicts future job performance

Good correlation values in selection

0.30 reasonable; 0.60-0.70 maximum achievable

How to increase predictive validity

Structured methods; job-related realism; limited CV reliance; consider context

What is incremental validity?

Added predictive value from combining selection tools

Criteria for good selection techniques

Validity, reliability, standardization, fairness, cost, usability, legality, experience

Preferred vs disliked selection methods

Prefer work samples, SJT, interviews; dislike CV screening, personality tests

What is the 80% rule?

If a group's selection rate is under 80% of the highest group, bias may exist

What is stereotype threat?

Fear of confirming stereotypes causes stress and lower performance

Purpose of resume screening

Decide who advances, not who gets the job

Inappropriate resume information

ID numbers, clothing size, family situation unless job-related

Big Five personality traits

Extraversion; Openness; Emotional stability; Agreeableness; Conscientiousness

Pros and cons of personality tests

Pros: cheap, standardized; Cons: social desirability, negative reactions

Cognitive ability tests

Strong predictors but risk bias and negative candidate reactions

Six parts of an interview

Preparation; welcome; resume discussion; structured questions; applicant questions; closing

Why strengths/weaknesses is a bad question

Rehearsed answers, low predictive value

Problems with unstructured interviews

Bias, comparison difficulty, low validity and agreement

What is a structured interview?

Same questions and scoring, trained interviewers, competency-based

Situational vs behavioral interviews

Situational = hypothetical; Behavioral = past behavior predicts future

What is STARR?

Situation; Task; Action; Result; Reflection

Why structured interviews are superior

Less bias, higher validity, easier comparison

What are work samples?

Job simulations with strong prediction and positive candidate experience

Types of work samples

In-basket; case analysis; presentation; role-play; group discussion

What does an in-basket test?

Time management, prioritization, decision-making under stress

What is an assessment center?

Method combining exercises observed by multiple assessors

What are BARS?

Behaviorally anchored rating scales with concrete examples

Types of justice in HRM

Procedural; distributive; interactional

Leventhal's procedural justice criteria

Consistency; objectivity; accuracy; correctability; equality; ethics

What is distributive justice based on?

Equity theory: comparing input-output ratios

Define performance management

Systematic process to plan, monitor, and improve performance

Steps of the PM cycle

Goal setting; planning; monitoring; feedback; appraisal; rewards; development

SMART goals

Specific; measurable; achievable; relevant; time-bound

What is performance planning?

Breaking goals into tasks, roles, resources, priorities

What is performance monitoring?

Tracking progress and adjusting early

How much feedback do employees need?

About 3.8 feedback conversations in 3 weeks; more is better

Feedback-friendly culture

Separate from appraisal; frequent; credible; learning-focused

Types of feedback-seeking behavior

Inquiry and monitoring

Constructive feedback aspects

Future-, goal-, strength-, and reflection-oriented

What is a Feedforward Interview?

Strength-based conversation focused on future success

JBC onboarding feedback approach

Five success stories collected in first five months

Common appraisal biases

Leniency; centrality; recency; halo; horn; contrast; first impression; projection; Trojan horse

Halo vs horn effect

One positive vs one negative trait dominates evaluation

PM system design principles

No one-size-fits-all; vertical integration; internal consistency

PM in public vs private sector

Public: development-focused; Private: results-driven

Components of remuneration

Fixed pay; variable pay; benefits

What is fixed pay?

Stable income not linked to performance

External recruitment pay premium

External hires earn ~18% more but perform worse and leave more

What is merit pay?

Permanent salary increase based on performance

Types of bonuses

One-time; piece-rate; commission; sign-on/retention

Team incentive types

Team plans; profit sharing; gain sharing; stock options

Problems with team incentives

Free-riders, complexity, low individual control

What are fringe benefits?

Non-cash perks like cars, laptops, flexibility

Effectiveness of benefits

Short-term wow effect; weak link to motivation

Top desired benefits in Belgium

Car; flexibility; insurance; pension; bonus

Flexible benefit packages pros/cons

Choice vs admin burden and fairness issues

Effects of performance-based pay

Incentive and sorting effects

Unintended effects of incentives

Less learning, collaboration, and quality

Belgium gender pay gap

0.7% hourly gap (2023)

Salary determination factors

Job value; market; equity; pay mix; benefits; law; budget

Training vs development

Training = current job; Development = future roles

Main problem with training

Up to 70% learning not applied on the job

Training process steps

Needs; design; transfer; evaluation

Training methods

Trainer-centered and trainee-centered

What is transfer?

Applying learned skills on the job

Trainee factors affecting transfer

Motivation, readiness, confidence, self-management

Work factors affecting transfer

Supportive climate, manager support, practice opportunities

Training evaluation levels

Reaction; learning; behavior; results

Training effectiveness research

Medium to strong performance impact

Career development vs training

Long-term growth vs short-term performance

Philosophical views of well-being

Hedonic and eudaimonic

Hedonic well-being at work

Pleasure, satisfaction, positive emotions

Eudaimonic well-being at work

Meaning, growth, value alignment

Psychological richness

Interesting, perspective-changing experiences

JD-R model

Demands vs resources determine well-being

Work engagement

Vigor, dedication, absorption

Red tape

Rules that hinder effectiveness

Transformational leadership

Inspiring vision and change

Authentic leadership features

Self-awareness; transparency; ethics; balanced processing

Psychological needs (SDT)

Autonomy; competence; relatedness

Public sector HRM uniqueness

Public value, legislation, transparency

Ghent HR double role

Operational and strategic

Ghent values and motto

Engaged, goal-oriented, open, creative - "More human solutions, less rules"

What is executive search?

Active confidential search for top-level candidates

Executive search steps

Intake; search; selection; result